emergence and perpetuation of a destructive culture in an elite sport in the United Kingdom . Sport in Society, 23 ( 6 ), 1004 – 1022 . doi: 10.1080/17430437.2019.1680639 . Fletcher , D. , & Wagstaff , C.R.D. ( 2009 ). Organizational psychology in elite sport: Its emergence, application and future
Niels B. Feddersen, Robert Morris, Louise K. Storm, Martin A. Littlewood, and David J. Richardson
Mark Eys, Mark R. Beauchamp, Michael Godfrey, Kim Dawson, Todd M. Loughead, and Robert J. Schinke
groups. Despite the implied importance, role acceptance has appeared sporadically as a variable of interest within individual studies and has not been the focus of systematic inquiry. Within the industrial/organizational psychology literature, Biddle ( 1979 ) introduced the concept of acceptance briefly
George B. Cunningham, Na Young Ahn, Arden J. Anderson, and Marlene A. Dixon
motivation using self-determination theory . European Journal of Work and Organizational Psychology, 26 ( 3 ), 325 – 336 . doi:10.1080/1359432X.2016.1277206 10.1080/1359432X.2016.1277206 Blau , G. ( 2007 ). Does a corresponding set of variables for explaining voluntary organizational turnover transfer
Fabienne d’Arripe-Longueville, Jean F. Fournier, and Alice Dubois
Coaches’ and athletes’ perceptions regarding their effective interactions and the underlying factors and reasons for effectiveness of these interactions were examined. An in-depth interview process was conducted with three expert judo coaches and six elite athletes. Qualitative data analyses revealed that the interaction style of the coaches was authoritative and was put into operation using the following six strategies: stimulating interpersonal rivalry, provoking athletes verbally, displaying indifference, entering into direct conflict, developing specific team cohesion, and showing preferences. Perceived autonomy, the main interaction style of athletes, was expressed by the following five strategies: showing diplomacy, achieving exceptional performance, soliciting coaches directly, diversifying information sources, and bypassing conventional rules. Results demonstrated the compatibility of particular interactions between coaches’ and athletes’ strategies. Theoretical models from industrial/organizational psychology are used to interpret these results, which differ from conventional findings in the sport psychology literature.
J. Ted Miller and Edward McAuley
Though improved performance as a result of goal setting has been reported in organizational psychology studies, little research in sport settings has demonstrated these effects. This study was designed to examine the effects of a goalsetting training program on basketball free-throw performance, perceptions of success, and self-efficacy. Eighteen undergraduate students were matched by free-throw shooting ability, then randomly assigned to either goal-training (GT) or no-goal-training (NT) groups for a period of 5 weeks. Although the GT group reported significantly higher perceptions of success and self-efficacy than did the NT group, no significant differences between groups were revealed for free-throw accuracy. Correlational data suggested a stronger relationship between self-efficacy and free-throw performance for the GT group than for the NT group. Discussed are factors that contribute to the discrepancies between results found in sport related investigations of goal setting and those obtained from studies conducted in business and laboratory environments.
David W. Eccles and Gershon Tenenbaum
The cognitive properties and processes of teams have not been considered in sport psychology research. These properties and processes extend beyond the sum of the cognitive properties and processes of the constituent members of the team to include factors unique to teams, such as team coordination and communication. A social-cognitive conceptual framework for the study of team coordination and communication is offered, based on research on social cognition and from industrial and organizational psychology. This is followed by a discussion of coordination and communication in expert teams. In addition, an overview of the type of methods that could be used to measure aspects of team coordination and communication in sport is provided. The framework and methods afford hypothesis generation for empirical research on coordination and communication in sport teams, a means to begin examining these constructs in sport, and a theoretical base with which to reconcile the resultant data.
Lesley Ferkins, James Skinner, and Steve Swanson
.smr.2014.02.004 Cullen , K.L. , Palus , C.J. , Chrobot-Mason , D. , & Appaneal , C. ( 2012 ). Getting to “we”: Collective leadership development . Industrial and Organizational Psychology: Perspectives on Science and Practice, 5 , 428 – 432 . doi:10.1111/j.1754-9434.2012.01475.x 10.1111/j.1754
Ole Winthereik Mathorne, Kristoffer Henriksen, and Natalia Stambulova
now. For example, a growing body of knowledge in organizational psychology has uncovered the impact of organizational factors on athletes’ day-to-day activities (e.g., attitudes, behavior, stress, and well-being; Wagstaff, 2017 ). However, little is still known about the influence of
Louise Kamuk Storm
assessments, reflections, and actions ( Lane & Corrie, 2006 ). As a scientist-practitioner, my consulting philosophy was guided by ecological psychology ( Bronfenbrenner, 1979 ), organizational psychology ( Wagstaff, 2017 ), and cultural sport psychology (e.g., McGannon & Schinke, 2015 ; Schinke, McGannon
Chris Wagstaff, Rebecca Hings, Rebecca Larner, and David Fletcher
building at the individual, team, and organization levels is relevant (see Wagstaff, Sarkar, Davidson, & Fletcher, 2017 ) and would also align with the calls by Wagstaff et al. for a positive organizational psychology of sport ( Wagstaff, Fletcher, & Hanton, 2012a , 2012b ). In addition to their